Lever 4 of 6 · Pricing and negotiation
Make price a lever for profitability.
Price, discounts, scope, lead times and payment terms are decided together. I help you capture a justified share of the value you create, control discounts and prepare the negotiations that matter.
Electrical engineer · Solvay Executive MBA · 5 years at AGC
You may recognise these pricing situations
Price starts from cost-plus and habit.
Discounts depend on who is negotiating.
Payment terms, services and scope erode the deal without anyone noticing.
An important negotiation is coming up and deserves preparation.
Two entry points
Structuring your prices
Understand what justifies your prices and where your deals gain or lose contribution, from list price to net price.
Define positioning, options, discount rules and delegations by segment. Test a limited change before rolling it out.
The method follows the market: value-based pricing does not suit every purchase.
Preparing a negotiation
Prepare the objective, the acceptable limit, the fallback, the possible concessions and what to get in return.
Distinguish a value objection, a budget constraint, a perceived risk and a purchasing tactic. Practise, then debrief on a real deal.
This work can be the starting point of the engagement, even if your prices are already consistent.
What the work on your prices and discounts covers
01
Customer value and profitability diagnosis
Understand what justifies your prices and where contribution is lost.
02
Pricing strategy and policy
Prices, options and discount rules consistent with your segments, the competition and your objectives.
03
Negotiation preparation and conduct
Objectives, limits and trade-offs for a deal that is profitable and acceptable to the customer.
04
Practice and economic validation
Have the team practise, test within a controlled scope and track the profitability actually achieved.
Deliverables
- Value sheets
- Net price gap analysis
- Pricing policy with scenarios
- Negotiation file and record of the agreement
How to judge progress on pricing
We track net price, discounts, trade-offs and contribution in euros, estimated then actual. A better margin rate is not enough if total contribution falls.
I do not announce any margin gain in advance.
Frequently asked question
Should we switch to value-based pricing?
Not necessarily. Some buyers require cost transparency; the method adapts to your market and your customers.
A useful question
“What can you move on, and what must you get in return?”
Say whether it concerns your pricing practices, your discounts or an upcoming negotiation. No sensitive figures are requested.
Is your situation closer to one of these?